Page 389 - The Toyota Way Fieldbook

362 THE TOYOTA WAY FIELDBOOK

must observe any changes for possible safety issues, including negative ergo-
nomic impact.
After the basic idea has been tested and necessary adjustments made, full
implementation is possible. If the solution was tested effectively, the need for
further adjustments will be minimized.

Select the Best Solution

Based on the simulation, the best option among the solutions is selected and
the implementation scheduled. Occasionally, an idea is tested, and it is then
discovered that the idea is impractical or difficult to sustain. Discovering this
during the testing stage provides the implementer with firsthand under-
standing of the shortcoming in thinking. (Note that Toyota would not say that
an idea is “bad,” but that the thinking was not complete.) The operator also
sees that the implementer recognizes the shortcoming and therefore does not
need to worry that an ineffective solution will be proposed (and that they will
be stuck with the faulty solution). Returning to the list of possible solutions
will generally provide an alternative possibility, which also must be tested
and proven.

Define the Right Problem and the Solution
Will Follow
You may notice that this chapter is relatively short in comparison to the pre-
vious two chapters. This parallels the reality that the bulk of the problem-
solving effort is in defining a problem and analyzing it to find the root causes.
If the root causes are found, the answer is often obvious and easy to under-
stand. The greatest challenges in this stage of evaluation are keeping the solu-
tions related to the problem at hand, focusing on the issues that are within
the control and responsibility of the individual or team, and identifying simple
solutions that can be done quickly (today is always best!). The leader must
continually redirect the effort and ensure that is stays on track. He or she
must challenge people to think creatively and explore alternatives with ques-
tions such as “Why did you select this solution?” and “What other alterna-
tives did you explore?”
Toyota managers have mastered the problem-solving methodology and have
an exceptional success rate. Careful analysis based on facts allows them to deter-
mine the benefits prior to actual implementation, and testing and verification of
possible solutions allows them to completely understand the effectiveness
before choosing the best options. They continually aim, aim, aim, to make cer-
tain that the target will be hit—a dead bull’s-eye!